Asbury Completes Tekion Conversion Across Every Active Store

The rollout moved from 70% to complete in one quarter

Asbury reported in an SEC-filed second-quarter earnings exhibit that 70% of its stores had been converted as of July 28 and that the rollout remained scheduled for the fall. The October 27 release says the company converted 47 stores in the third quarter and finished the remaining active stores in mid-October.

That progression matters for evaluating enterprise dealer-system projects. A completed conversion removes the temporary operating state in which locations, reports, training and support may be split between old and new systems. It does not mean every integration, data-quality issue or employee-learning task is finished.

Asbury reported service gains in its longest-tenured markets

Asbury said the markets that have used Tekion the longest recorded a 7% increase in customer-pay gross profit and a 5% increase in total parts-and-service gross profit. The release describes those figures as efficiency gains, but it does not publish the comparison period, store-level base, matched control group or adjustments for pricing, repair-order mix, staffing, acquisitions or market conditions.

The figures should therefore be treated as company-reported operating comparisons rather than evidence that the system alone caused the improvement. Asbury also excluded $6 million of Tekion implementation expense and $1 million of duplicative DMS-related expense, both net of tax, from third-quarter adjusted net income.

Why it matters

Large dealer groups often evaluate a DMS change against multi-year disruption, parallel-system cost and inconsistent data across rooftops. Asbury’s completion establishes a real U.S. enterprise deployment at scale and gives other groups a public reference point for sequencing conversions, training employees and measuring the period after cutover.

The more useful benchmark starts now. Asbury can compare adoption, closing speed, reporting consistency, service productivity, accounting exceptions and support demand across one platform without the same level of dual-system noise. Other groups should still create their own business case from contracted cost, implementation scope and measured store outcomes.

What dealership groups should ask before a DMS migration

Require a rooftop-by-rooftop cutover plan covering data conversion, accounting close, OEM interfaces, lender connections, service scheduling, parts inventory, payroll, user access and business continuity. Define who accepts converted balances and customer records before each store goes live.

Track temporary implementation cost separately from recurring subscription and integration cost. Establish baseline measures before conversion, then compare adoption, labor time, error rates, customer-pay gross, technician productivity and support tickets over consistent periods. A successful technical cutover is necessary, but it is not the same as verified financial return.

AI-assisted reporting disclosure

This article was researched and generated with AI-assisted systems using Asbury’s dated company release and SEC-filed earnings exhibit listed below. Dealership Tech Report applies automated accuracy and risk checks. Rollout status, implementation costs and operating comparisons are company-reported; the cited materials do not independently establish causation or a return on investment.